My Leadership Challenges Paper Example

Paper Type:  Case study
Pages:  8
Wordcount:  1989 Words
Date:  2022-07-07

My present leadership challenges:


To motivate others to make decisions and execute actions aligned with the vision of the organization, the objectives, and the strategy. This skill, beyond the techniques that must be mastered, is the most intangible and, unfortunately, the scarcest in companies/organizations today.

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My main challenge is developing momentum within the team. A leader, with his vision, should be capable of generating "momentum". The momentum is an emotion shared by the whole team, which leads them to row all in the same direction, to believe in their possibilities as a team and to give a performance, that possibly they did not even know they were capable of offering. Leadership and teamwork are united in this generation of momentum. This is my greatest challenge.


One of my greatest strengths is that I treat people well. Great leaders are generous. They share the credit and offer enthusiastic compliments. They are committed to the success of their followers as much as to their own. They want to inspire their employees to achieve their best performance not only because that creates successful teams, but because they care about each of their employees. But treating other people well, it does not mean that a leader should not be strict and demanding. When I see good things, I praise the person and tell them specifically what they did well.


One of my main weaknesses is I tend to try to do several things rather than focus on one and prioritize obsessively on an essential task. The best leaders focus on the really essential tasks, dedicate an almost martial concentration to the best opportunities and refuse to be diverted by anything else. They have the discipline to follow their course and say no to everyone else. All activities that are not essential must be eliminated from the day. I must use every minute of time to do only what will bring me to the point where I want to reach. I should focus all my attention on those few actions that bring me closer to my priorities. That will reduce the stress and complexity.

Developmental needs: First, I need to improve my communication skills. Communication is a fundamental tool for a leader to achieve their goals every day. It is not possible to be a great leader if you are not a great communicator. A good communicator inspires people and creates an emotional connection with people.

Secondly, I need to break my barrier of fear of failure. the barrier of fear of failure must be broken because before reaching success one must make all the necessary mistakes that he can learn from.

My case team and its performance (grade your team on a scale from 1 to 5)


  • All team members co-operated 1 - 2 - 3 - 4 - 5
  • The energy and effort was high 1 - 2 - 3 - 4 - 5
  • There was relationship conflict 1 - 2 - 3 - 4 - 5
  • There was task conflict 1 - 2 - 3 - 4 - 5
  • Our performance was good 1 - 2 - 3 - 4 - 5

What I learned from working with and presenting the case:

I learned that an influential leader does not need to use his authority to act on his team. The good leader influences through inspiration, his charisma, his values and his innate qualities, making his followers want to follow him, instead of feeling that they "should" do it.

I also learned that communication is the basis of human relationships. And much more when it comes to coordinating human efforts in various areas to obtain a common goal. Thus, the most effective leaders will be those who best convey what they are thinking or the vision they have of things to their followers. Making oneself understood in the best way is, in that sense, an indispensable virtue for leadership.

That good leaders inspire respect in their group, which comes not from fear, intimidation or domination, but just the front and respectful treatment, considered, to their environment. A despotic leader or a pusillanimous leader will fail to earn the respect of his followers and is likely to last a short time in charge of them.

My personal reflections on learning:

What I learned and/or liked What I missed

Day 1 (May) I learned that leadership manifests itself by helping others to execute. A leader should not tell his teams what to think or do but should guide them. To take charge means to establish the strategy and the agenda, and to ensure its compliance according to the needs of the organization. I also learned that it is the responsibility of the teams to execute; if it is to execute without the support of all, soon the leader will find himself alone and will deviate from his authentic mission. Lack of integration of failure. A failure is a failure, but not just a failure. The culture in which we live of what I call the dignification of failure cannot become that of the justification of failure. Failure is a source of learning, it is true, but every failure has its mourning and a good leader must integrate it as part of life. Rebelling against failure brings nothing but aggression and widens the recovery time.

Day 2 (May) I learned that Leadership must involve humility and self-knowledge. Humility means that you know who you are, what are the skills, strengths, weaknesses and what has been achieved. With that knowledge, you can direct with greater confidence and focus on generating the tools to direct, inspire and guide the rest of the organization. I also learned that leadership is aware of what is not being heard. It is a fact in the life of every leader. People will not tell you what they really need to know, only what they think they want to hear. To avoid being isolated, they have to be there and committed. Keeping close to clients and employees, asking questions with an inquisitive mind that helps to have a close vision of reality, that contributes to decision making.

That ethics should not be ignored. In the world, the best intentions are useless if they only remain as intentions. Maintaining an ethical philosophy or point of view does not constitute ethical leadership. That philosophy or point of view must be taken to action, both in general and in particular instances.

Day 3 (May) I learned that leadership has to do with involving the entire team/organization. The greatest achievement as a leader is measured by the success of others. To motivate and inspire, you must move from "what must be done" to "why are we doing this". Leadership must express and represent the long-term purpose and this is achieved with the understanding and involvement of the entire team/organization. The fact that not all the areas are not aligned. What avoids reaching the maximum potential of work. Good leaders aim to align teams and promote respect and collaboration among them.

Day 4 (Sept) I learned that leaders are mirrors for the entire organization. If the leader is pessimistic, the organization will follow him and a sense of defeat will be implanted. If the leaders show optimism and confidence, the organization will show the same strength and energy. Good leaders have the ability to generate with each conversation that teams feel better, more capable and willing to "push" in their work. That ego is not good and should be dissolved. Dissolving the ego means that the manager does not believe that he is superior to the others, because neither is he nor the most intelligent and that he abandons egocentricity. It also has to do with the fact of carrying out the work of approaching your genuine nature as a person. All this to identify and manage mechanical constraints and characters that do not correspond to him and that are associated with rigid and stereotyped patterns of cognition, action, emotion, and relationship.

Day 5 (Sept) That as a leader, one needs to direct, execute and lead, but the main objective must be to train others to make decisions and undertake. For the results, as evident as they may seem, one should never reside in the abilities of a single person but are always associated with the results of a team. This requires a real effort to empower people or reward the team continuously with recognition. One of the first commitments of every leader is to listen more than to speak so that others feel heard and obtain valuable information. Leaders must always be learning. That competencies of personal efficacy are dangerous. they facilitate an effective relationship of the person with their environment and refer both to personal balance and development as well as to the maintenance of an active, realistic and stimulating relationship with the environment, enhancing the effectiveness of the managerial skills. The personal effectiveness competencies measure the capacity of self-direction, something essential to direct other people, and they contain six basic competencies, each one of which is divided in turn into several more competences.

After-class assignment

My personal leadership style - my influence on others I am an inclusive and transformational leader. I generate integration spaces where teamwork and is aimed at the development of other in general and individuals working on their strengths and abilities. I also try to empower and develop others. I try

to identify the strengths of its others and cultivate them to enhance their professional and personal development, obtaining more qualified and comfortable collaborators with the team. Transformational leadership is characterized by a relationship of professional influence with collaborators that goes beyond the exchange of efforts and incentives. The influence of the transforming leader is deeper than that of the transactional leader since it is based on offering an attractive job in which the collaborators learn and commit themselves.

What I must develop to achieve my long-term aims I must develop the strength to face adversities. One of the factors that demonstrate the leadership of a person is to see how he faces crises and problems. The secret of a good leader is in the way he approaches the problems, how he finds the best solutions and guides the team to be able to get ahead.

I have to learn to have resilience capacity. Leaders are persistent and do not surrender to difficulties. In the day to day, you have to face complex situations. Even if there are falls, good leaders continue to work with more effort, giving their team an example of persistence.

What I need to develop to improve daily operations I should have clarity of objectives. Setting unattainable goals and spreading the collective to reach them can be a bad plan as contradictory goals, whose compliance prevents the others. A good leader will know how to organize the expectations and needs of the group and translate them into a series of logical, sequential and organized steps to follow.

  • My cross - cultural leadership capabilities I always try to be culturally more sensitive and more competent. I strive to know the different cultures in the community and feel comfortable with them; In addition, I strive to learn to know the individuals by their cultures.
  • Feedback arenas - where do I get feedback and how do I deal with it I always learn to deal with the cultural aspects that clash with those of the general society and try to understand the disorder that these can cause to other groups. I also try to identify and establish a working relationship with other organizations that serve the same populations with which they work.
  • Leadership in our company - how is it, how can it be improved Although the leadership in the company is transformative, it leans more towards an autocratic form of leadership. This can be improved by the leaders know that a good leader is a good human being. First of all, they have to start by being a good person, good leaders demonstrate qualities of tolerance, responsibility, commitment, and commitment. Their actions respond in accordance with these principles. Secondly,...

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